0324224702_37356.ppt

Copyright ©2006 by South-Western,

a division of Thomson Learning. All rights reserved

Chapter 1 Organizational Behavior:

Foundations, Realities, & ChallengesNelson & Quick, 5th edition

Organizational Behavior and Opportunity



Clockworks or Snake pit?

Human Behavior in Organizations



Organizational Behavior

Definition:



Psychosocial

BehavioralInterpersonal

Organizational Behavior: Dynamics in Organizations



OrganizationalDesign

JobsWorkDesign

PerformanceAppraisal

OrganizationalStructure

Organizational Variables that Affect Human Behavior

Communication



External Perspective

Internal Perspective

Each perspective has produced motivational & leadership theories.



Psychology

Management

Anthropology

Medicine

Engineering

Sociology

Interdisciplinary Influences on Organizational

Behavior



Reactions to Change

Rigid andReactive

Open andResponsive



Components of an Organization

Task –

People –

Structure –

Technology –

Open SystemsView of Organization

Outputs:

Inputs:

Task environment:

Organizational BoundaryBased on Harold Levitt, “Applied Organizational Change in Industry: Structural, Technological, and Humanistic Approaches,” in J.G.March (ed.), Handbook of Organizations, Rand McNally, Chicago, 1965,p. 1145. Reprinted by permission of James G. March





Formal vs. Informal Organization

Formal Organization –

Informal Organization -

Hawthorne Studies:



Formal & Informal Elements of Organizations

Formal organization (overt)

Formal organization (overt)

SocialSurface

Informal organization (covert)

Informal organization (covert)



U.S. Gross Domestic Product

? ? ? ? ? ?

Total$10.9 Trillion



Six Focus Organizations

1.

2.

3.

4.

5.

6.



Global Competition in Business

Four challenges to managers relating to change in organizations1.

2.

3.

4.



Quality

• A potential means

• A rubric for

• A customer-oriented philosophy

• A cultural value



Three key questions in evaluating quality-improvement ideas

1.

2.

3.



Six Sigma

A high-performance system to . . .

Contrasting Six Sigma and Total Quality Management

Six Sigma TQM

Source: Matt Barney. “Motorola’s Second Generation.” Six Sigma Forum Magazine (May 2002), 13.





Seven Categories in the Malcolm Baldrige National Quality Award

Examination1.

2.

3.

4.

5.

6.

7.



Challenges to Managing Organizational Behavior

1.

2.

3.

4.

Learning about Organizational BehaviorLearning Activity

Development of specific skills**

and abilities

Development of specific skills**

and abilities

Mastery ofbasic objective

knowledge*

Mastery ofbasic objective

knowledge*

Application of knowledge

and skills

Application of knowledge

and skillsCopyright ©2006 by South-Western,


Learning from Structured Activity

Conclusions basedon the systematic

review (e.g., )

Conclusions basedon the systematic

review (e.g., )

New or modifiedknowledge or skills(e.g.,

)

New or modifiedknowledge or skills(e.g.,

)

Systematic reviewof the structured activity (e.g.,

)

Systematic reviewof the structured activity (e.g.,

)

Individual or groupstructured activity(e.g., )





Three Assumptions Required for Learning from Structured Activity

1.

2.

3.



Trends Affecting ManagersTRUSTTRUSTTRUSTTRUST

SECURITYSECURITYSECURITYSECURITY

KNOWLEDGEKNOWLEDGEKNOWLEDGEKNOWLEDGE



1.

2.

3.

4.

5.



Watchwords for Organizationsin These Changing Times



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